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| A group of people who work together to achieve some specific purpose. |
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| The pursuit of organizational goals efficiently and effectively by integrating the work of people through planning, organizing, leading, and controlling the organization’s resources. |
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| To use resources -people, money, raw materials, and the like -wisely and cost-effectively. Doing things right. |
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| achieve results, to make the right decisions and to successfully carry them out so that they achieve the organization’s goals. Doing the right things. |
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| Planning, organizing, leading and controlling. |
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| Set goals and decide how to achieve them. |
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| Arrange tasks, people, other resources, to accomplish the work. |
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| Motivating and influencing people to work hard and achieve goals. |
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| Monitoring performance, taking corrective action. |
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| Seven Challenges to Being an Exceptional Manager |
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Definition
1. Competitive Advantage
2. Diversity
3. Globalization
4. Information Technology
5. Ethical standards
6. Sustainability
7. Happiness & Meaningfulness |
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| The ability of an organization to produce goods or services more effectively than competitors do, thereby outperforming them. |
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| Economic development that meets the needs of the present without compromising the ability of future generations to meet their own needs. |
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| The job-specific knowledge needed to perform well in a specialized field. |
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| The ability to think analytically, to visualize an organization as a whole and understand how the parts work together. |
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| The ability to work well in cooperation with other people to get things done and the ability to motivate, to inspire trust, to communicate with others. |
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| Managers interact with people inside and outside their work units. |
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managers receive and communicate information
monitor, disseminator, spokesperson. |
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| Managers use information to make decisions to solve problems or take advantage of opportunities. |
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| Process of taking risks to try to create a new empire. |
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| Someone who sees a new opportunity for a product or service and launches a business to try to realize it. |
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| someone who works inside an existing organization who sees an opportunity for a product or service (or improvement) and mobilizes the organization’s resources to try to realize it. |
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| Relate to the availability, production, and distribution of resources within a society. |
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| Relate to the aspects of a culture that influence interpersonal relationships. |
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| Relate to the impact of political institutions on individuals and organizations. |
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| Relate to the advances and refinements in any of the devices that are used in conjunction with conducting business. |
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| Relate to the pressures to improve quality, productivity, and costs as organizations attempt to compete in the worldwide marketplace. |
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Definition
Emerged during the nineteenth and early twentieth centuries
and has three subject fields scientific management, bureaucratic organizations, and administrative principles. |
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| Focus on the productivity of the individual worker. (Frederick W. Taylor) |
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| Administrative Management |
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| Focus on the functions of management. |
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Definition
| Focus on the overall organizational system. |
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| Five Positive Bureaucratic Features |
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Definition
A well-defined hierarchy of authority
Formal rules and procedures
A clear division of labor
Impersonality
Careers based on merit |
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Definition
| Tends to view humans as cogs within a machine, not taking into account the importance of human needs. |
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| emphasized the importance of understanding human behavior and of motivating employees toward achievement |
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| employees worked harder if they received added attention, thought that managers cared about their welfare and that supervisors paid special attention to them |
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| application to management of quantitative techniques, such as statistics and computer simulations. |
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| emphasizes that a manager’s approach should vary according to the individual and the environmental situation. |
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| Evidence based management |
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Definition
| translating principles based on best evidence into organizational practice, bringing rationality to the decision making process. |
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| Total quality management (TQM) |
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Definition
| comprehensive approach-led by top management and supported throughout the organization-dedicated to continuous quality improvement, training, and customer satisfaction |
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Definition
1.Make continuous improvement a priority
2.Get every employee involved
3.Listen to and learn from customers and employees
4.Use accurate standards to identify and eliminate problems |
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| Underlying beliefs and attitudes that help influence individual behavior. |
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| preferences about desired ends. |
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| preferences regarding the means to desired ends. |
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| Four alternative ethical views |
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Definition
1. Utilitarian
2. Individualism
3. Moral rights
4. Justice |
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Definition
| Delivers the greatest good to the most people |
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| Advances long-term self-interests |
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| Respects and protects the fundamental rights of all people |
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| Fair and impartial treatment of people according to legal rules and standards |
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| The people whose interests are affected by an organization’s activities. |
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| Consists of employees, owners, and the board of directors. |
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| consist of all those who can claim the organization as their legal property |
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| members elected by the stockholders to see that the company is being run according o their interests |
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Definition
| people or groups in the organization’s external environment that are affected by it. |
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| Environmental uncertainty |
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Definition
a lack of complete information regarding the external environment. Degree of complexity
Rate of change |
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Definition
| manager’s duty to take actions that will benefit the interests of society as well as of the organization |
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| 3 P’s of organizational performance |
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Definition
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| Management must be concerned for the broader social welfare, not just profits. |
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| Management’s only responsibility is to maximize profits. |
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| CSR is a strategic imperative – business and social progress are interconnected. |
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Definition
| the trend of the world economy toward becoming a more interdependent system |
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Definition
| the buying and selling of products and services through computer networks |
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| Multinational corporation |
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Definition
| business firm with operations in several countries |
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| Multinational organization |
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Definition
| nonprofit organization with operations in several countries |
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| believe that their native country, culture, language, and behavior are superior to all others |
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| narrow view in which people see things solely through their own perspective |
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Definition
| take the view that native managers in the foreign officand es best understand native personnel and practices, so the home office should leave them alone |
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Definition
accept that there are differences and similarities between home and foreign personnel and practices and that they should use whatever
techniques are most effective. |
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Term
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Definition
| shared set of beliefs, values, knowledge, and patterns of behavior common to a group of people |
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Term
| Global outsourcing (sourcing) |
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Definition
| using suppliers outside the United States to provide labor, goods, or services |
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Term
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Definition
| a company buys goods outside the country and resells them domestically |
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Term
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Definition
| a company produces goods domestically and sells them outside the country |
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| a company allows a foreign company to pay it a fee to make or distribute the firm’s product or service. |
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Definition
| a company allows a foreign company to pay it a fee and a share of the profit in return for using the company’s brand name and a package of materials and services |
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| customs duty, or tax, levied mainly on imports |
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Definition
| limits on the numbers of a product that can be imported |
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| complete ban on the import or export of certain products |
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Definition
| a large-scale action plan that sets the direction for an organization |
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Definition
| a process that involves managers from all parts of the organization in the formulation and the implementation of strategies and strategic goals. |
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Definition
| expresses the purpose of the organization |
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Term
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Definition
| expresses what the organization should become, where it wants to go strategically |
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Term
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Definition
| three or more years into the future |
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Term
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Definition
typically cover one
year or less |
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Term
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Definition
| specific commitment to achieve a measurable result within a stated period of time |
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Definition
| set by and for top management and focus on objectives for the organization as a whole. |
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Definition
| set by and for middle managers and focus on the actions needed to achieve strategic goals. |
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Term
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Definition
| set by and for first-line managers and are concerned with short-term matters associated with realizing tactical goals. |
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Definition
Specific
Measurable
Attainable
Results
Target |
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Term
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Definition
| defines the course of action needed to achieve the stated goal |
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Term
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Definition
designed for a 1-year period
defines how you conduct your business based on the action plan
identifies clear targets such as revenue, cash flow, and market share |
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